L4 Scope Management With Summary Slide

Project Scope management
Project Concept Development
Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

04/07/2023 1
class at GP
Project scope management
A project scope
Is a definition of the end result or mission of your project (a product or service for your
client/customer)
Project scope should define the results to be achieved in specific tangible, and
measureable terms
Scope entails a project’s goal, constraints, limitations; it describes what you

expect to deliver to your customer when the project is complete
Project scope management seeks to define: what needs to be done, by whom,

and by what date
04/07/2023 2
class at GP
Project Scope Management
Is a detailed development of the project plan to specify
• the work content and outcomes of the project,

• the activities that must be performed ,
• the resources consumed, and
• the quality standards to be maintained

04/07/2023 3
class at GP
The project manager is responsible for seeing that there is agreement with the owner on
• Project objective which answers questions of what , when, and how much
• Deliverables at each stage of the project – expected outputs over the life of the project
• Milestones – a significant event in a project that occurs at a point in time
• Technical requirements – technical requirements to ensure proper performance of a product or
service
• Limits and exclusions – the limits of the scope
• Reviews with customer – completion of the scope checklist ends with a review with your
customer- internal or external – to ensure understanding and agreement of expectations
Scope document is published and used by the project owner and project participants
for planning and measuring project success.
04/07/2023 4
class at GP
Project scope management steps
1. Concept development
2. Scope statement
3. Work authorization
4. Scope reporting
5. Control systems
6. Project closure

04/07/2023 5
class at GP
CONCEPT SCOPE STATEMENT WORK AUTHORIZATION SCOPE REPORTING CONTROL SYSTEMS PROJECT CLOSEOUT
DEVELOPMENT
GOAL Develop the Create the documentation and approval for Identify the elements to be Identify the various types of Determine how control systems Determine conditions of
concept of the all important project parameters prior to addressed during the work information available for scope and configuration management closeout, i.e., plan for ending
project beginning the development phase authorization phase of scope reporting relate to scope development the project
development
STEPS or 1. Developing a 1. Establish the goal criteria (defining What must be considered Determine Control system allow the project Determine the types of
nature this problem or what will demonstrate project success before a formal “go ahead’ is •the type of information about team to monitor and assess the records and reports that the
action need and what the decision gates are for given? the project that will regularly status of the project on an ongoing project team and clients
statement evaluating deliverables) Is management’s simple ‘sign- reported basis as well as track any necessary must get to formally ‘close
2. Gathering 2. Develop the management plan for the off on all project plans’ •Who will receive copies of this or requested changes to the the book’ on the project
requirements project (determining the structure for enough? information project’s original scope and
3. Gathering the project team, key rules and •How the information will be specifications.
information procedures that will be maintained, and acquired and disseminated
4. Identifying the control systems to monitor effort)
constrains 3. Establish the Work Breakdown
5. Analyzing Structure (dividing the project into
alternative component sub-steps in order to
6. Identifying establish the critical interrelationships
project among project activities)
objectives 4. Create scope baseline ( providing a
7. Developing summary description of each
business cases component of the project’s goal,
including budget and schedule
information for each activity)
Additional A well worked out scope statement What should be included as Among the types of project Changes to the project may occur Closeout documentation
descriptor provides an opportunity to clearly nail information that can be reported for several reasons, including: may require
down the elements of the project and what •contractual requirements are 1. Initial planning errors that
it is intended to accomplish, as well as to •Valid consideration, 1. Cost status must be corrected 1. Historical records
identify the project’s critical features •contracted terms and 2. Schedule status 2. New information about the 2. Post – project analysis
conditions 3. Technical performance project or environmental (lessons learned)
status conditions 3. Financial closeout
3. Uncontrollable mandates, and documentation
4. Client requests
conceptual Scope statement Work authorization Scope reporting Control systems Project closeout
Development
• Problem or need • Goal criteria • Contractual • Cost, • Configurati • Historical

statement requirements schedule, on control records
• Management technical
• Requirements plan • Valid performance • Design • Post
gathering consideration status control project
• Work • S curves analysis
• Information Breakdown • Contracted • Trend
gathering Structure terms • Earned value monitoring • Financial
closeout
• Constraints • Scope • Variance or • Document
baseline exception control
• Alternative reports
analysis • Responsibility • Acquisition
Assignment control
• Project Matrix
objectives • Specificatio
n control
• Business case
• Statement of
Work
• Project charter

04/07/2023 7
class at GP
Concept Development
Description
• A process that allows the project manager to begin the process of
transitioning from the project as a dream to the project as a specific
goal or set of objectives
• During conceptual development ,
• problem statements,
• information gathering,
• identified constraints,
• alternatives analyses, and
• final project objectives are created
04/07/2023 8
class at GP
Concept Development
• Problem or need statement
• Requirements gathering
• Information gathering
• Constraints
• Alternative analysis
• Project objectives
• Business case
• Statement of Work
• Project charter

04/07/2023 9
class at GP
Problem or need statement
• e.g.,
[ dissatisfaction with X],
[ felt need to enhance X]
[identification of the initiatives, I1, I2, I3, …]
[undertake I1project, I2project, …

04/07/2023 10
class at GP
Problem or need statement
MBA education in AAU-CoBE /FBE in 2005/6
• Increasing complaints from the employers about the quality of AAU’s MBA graduates
• Felt need: MBA education must be improved, business management competence must be at
acceptable level, attitude to work and society must be at acceptable level, positivity to creativity,
innovation, learning, continuous improvement, emotional intelligence must be to acceptable level
K)
• Initiatives: on who is being educated, on what is taught, on who is teaching, on how it is taught)
• I1aProject – introduce a program of pushup exercise at the beginning of every class.
• I1bproject – maintain selection, introduce electives before mandatory courses
• I1c project – change selection based on GMAT test result
• I3a project – make instructors do pushup three times more than that students do.
• I3b project - …

04/07/2023 11
class at GP
Requirement gathering
Requirements are the demands, needs, and specifications and product
(project outcomes), as outlined by project stakeholders
Types of requirement:
1. product-related requirements—what features they desire the
project to possess,
2. quality requirements—the absolute minimum expectations for
overall project quality, and
3. performance requirements—the expectations for how well the
project performs or the standards it maintains.

04/07/2023 12
class at GP
Information gathering
Relevant data for the project with the aim of developing the program
proposal
• Specific target dates

• Alternative support options
• Degree of top management support
• Funding

04/07/2023 13
class at GP
constraints
Constraints are restrictions that affect project development, includes
• Time constraints
• Budget
• Policy
• Demand/market
• Regulatory

04/07/2023 14
class at GP
Project Objectives: the mission of the project
statement of the final objectives for the project in terms of
• outputs,
• required resources,
• timing,
• Other outcomes

04/07/2023 15
class at GP
Project Business case
The project business case highlights:
• Financial commitments
• Justification for undertaking the project
• Costs of doing the project
• Risks from not doing the project

04/07/2023 16
class at GP
Project Business case
Therefore, the project business case has to
1. Demonstrate the business need for a given project

2. Confirm the project is feasible before expending significant funding
3. Consider the strategic internal and external forces affecting the project
(recall from chapter 2 discussion, threat, opportunity, weakness, strength
(TOWS Matrix)
4. Assess and compare the costs (monetary and non-monetary) of choosing
the project over other courses of action
5. Provide time estimates for when we expect to be spending investment
money on the project
04/07/2023 17
class at GP
Statement of Work (SOW)
SOW is
• Is a detailed narrative description of the work required for a project
• It covers
• The key objectives for the project
• A brief and general description of the work to be performed
• Expected project outcomes
• Any funding or schedule constraint

04/07/2023 18
class at GP
Major contents:

1. Introduction and background—a brief history of the organization or introduction to the
root needs that identified the need to initiate a project. Part of the introduction should
be a problem statement.
2. Technical description of the project—an analysis, in clear terms, of the envisioned

technical capabilities of the project or technical challenges the project is intended to
resolve.
3. Time line and milestones—a discussion of the anticipated time frame to completion
and key project deliverables (outcomes).
04/07/2023 19
class at GP
Project character
The project charter is defined as a document issued by the project

initiator or sponsor that formally sanctions the existence of the
project and authorizes the project manager to begin applying
organizational resources to project activities.

04/07/2023 20
class at GP
Scope statement
Project life cycle
Conceptualization planning execution termination
purpose • Broad planning Detailed planning The actual ‘work’ of the Completed project is
• development of the initial Development of detailed project is performed transferred to the
goal and technical specifications, schematics, The system developed customer,
specifications for a project schedules, and other Or the product created The project’s resources
plans and fabricated reassigned
The project formally
closed out
• Scope of the work identified Work packages broken
• Necessary resources down
identified Individual assignments
• Important organizational made
contributors or stakeholders Process for completion
signed on clearly delineated
Development

closeout
Assignment control
• Project Matrix
n control
• Business case
• Statement of
Work
• Project charter

04/07/2023 23
class at GP
Scope statement is a step in project scope
management
Recall from previous class that project scope

management seeks to define: What needs to be done,
by whom, and by what date
Scope statement: key steps
• Establishing the project goal criteria
• Developing the management plan for the project
• Establishing a Work Breakdown Structure (WBS)
• Creating a scope baseline
• Responsibility assignment matrix
Establishing the project goal criteria
Project goal criteria include:

• Cost
• Schedules
• Performance
• Deliverables
Goal criteria serve as the key project constraints and targets around
which the project team must labor
Developing the management plan for the project
The management plan, here, consists of
• Organizational structure (for the project)

• Policies and procedures (for the project)
The management plan creates control systems to ensure that all team
members know their roles, their responsibilities, and professional
relationships
Establishing a Work Breakdown Structure (WBS)
WBS is ‘a deliverable-oriented grouping of project elements which

organizes and defines the total scope of the project.
It divides the project into its component substeps in order to begin
establishing critical interrelationships among activities
It requires that we break down the project’s overall mission into a

cohesive set of synchronous, increasing specific tasks
Creating a scope baseline
Scope baseline is a document that provides a summary description of

each component of the project’s goal, including basic budget and
schedule information for each activity
Responsibility assignment matrix
Responsibility assignment matrix is developed to identify team

personnel who will be directly responsible for each task in the project’s
development
It is developed in conjunction with the WBS for a project

Figure 5.1 goal setting with and without WBS
Figure 5.2 IT installation flowchart
Figure 5.3 partial Work Breakdown Structure
Figure 5.4 example of a project WBS
Page 157 a table describing the logic of hierarchy for WBS
Figure 5.5 project task description
Figure 5.6 sample WBS Development using MS Project 2013
Figure 5.7 the intersection of the WBS and OBS (organizational Breakdown Structure)
Figure 5.8 cost and personnel assignments
Figure 5.9 cost account rollup using organizational breakdown structure
Figure 5.10 for responsibility assignment matrix
First-level tasks involved in completing the project (of to introduce an IT system for billing, accounts
receivable, patient record keeping, personnel supervision, and the medical process control at a certain
urban hospital, an example given in the book, p. 155) .
1 Match IT to organizational tasks and problems.

2. Identify IT user needs.
3. Prepare an informal proposal to top management (or other decision makers) for IT acquisition.
4. Seek and hire an IT consultant.
5. Seek staff and departmental support for the IT.
6. Identify the most appropriate location within the organization for the IT hardware to be
located.
7. Prepare a formal proposal for IT introduction.
8. Undertake a request for proposals (RFPs) from IT vendors.
9. Conduct a pilot project (or series of pilot projects using different IT options).
10. Enter a contract for purchase.
11. Adopt and use IT technology.
Figure 5.4 example of a Project WBS, a partial view of the table on p. 157,
see to that it continues to deliverable 11
a table describing the logic of hierarchy for WBS
Development

closeout
Assignment control
• Project Matrix
n control
• Business case
• Statement of
Work
• Project charter

04/07/2023 44
class at GP
Work authorization
WA gives the formal ‘go ahead’ to continue with the project!

Work authorization
WA assumes that the previous steps are executed adequately and
verified for its accuracy and clarity, i.e., The following are prepared and
approved:
• Scope definition
• Planning documents,
• Management plan
• Other contractual documents
Work authorization
Many times, WA consists of the formal sign-off on all project plans
including detailed specifications for project delivery.
WA addresses
• Contractual obligations when the project is developed for external
clients
• Consideration of linking audit trail with budget and resource
requirements to the formal cost accounting systems of the
organization (especially when the project is developed for internal
customers)
Work authorization
Key features of components of Contractual obligations include:
• Contractual requirements
• Valid consideration
• Contracted terms
Contractual requirements are about
• What is the definition accepted by both parties of ‘specific

performance?’
• Are the terms of performance clearly understood and
identified by both parties?
Valid consideration
• Items that are voluntarily promised in exchange for a reciprocal
commitment by another party
• Ensuring that the WA make clear the commitments agreed to by both
parties
Contracted terms concern about:
• excusable delays, allowable costs, and statements of liquidated
damages in the case of nonperformance
• Criteria for inspection
• Responsibilities for correction of defects
• Steps necessary for resolving disputes
Development

closeout
Assignment control
• Project Matrix
n control
• Business case
• Statement of
Work
• Project charter

04/07/2023 52
class at GP
Scope reporting
• Types of information that will be regularly reported

• Recipient of copies of this information
• mode./method of acquiring and disseminating this information
Types of information
• Cost status: updates on budget

• Schedule status: updates on schedule adherence
• Technical performance status: updates on technical challenges and
solutions
Recipients of the report
• Members of the project team
• Project clients
• Top management
• Other groups within the organization affected by the projejct
• Any external stakeholders who have an interest in project
development, such as supplies and contractors
Development

closeout
Assignment control
• Project Matrix
n control
• Business case
• Statement of
Work
• Project charter

04/07/2023 56
class at GP
Project managers can use a number of project control systems to track the status of their projects,
including
• Configuration control - is the project following its initial goals or are they being allowed to drift as
status changes or new circumstances alter the original project intent?
• Design control is the project within time, budget, scope?
• Trend monitoring - is about tracking the estimated costs, schedules, and resources needed against
those planned
• Document control is about ensuring that important documentation is compiled and disseminated in
orderly and timely fashion
• Acquisition control monitors systems used to acquire necessary project equipment, materials, or
services needed for project development and implementation
• Specification control ensures that project specifications are prepared clearly, communicated to all
concerned parties, and changed only with proper authorization

L4 Scope Management With Summary Slide

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Project Scope management

Project Concept Development

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

Scope entails a project’s goal, constraints, limitations; it describes what you

Project scope management seeks to define: what needs to be done, by whom,

• the work content and outcomes of the project,

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

• Problem or need • Goal criteria • Contractual • Cost, • Configurati • Historical

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

[ dissatisfaction with X],

[ felt need to enhance X]

[identification of the initiatives, I1, I2, I3, …]

[undertake I1project, I2project, …

MBA education in AAU-CoBE /FBE in 2005/6

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

• Specific target dates

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

statement of the final objectives for the project in terms of

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

1. Demonstrate the business need for a given project

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

2. Technical description of the project—an analysis, in clear terms, of the envisioned

The project charter is defined as a document issued by the project

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

• Problem or need • Goal criteria • Contractual • Cost, • Configurati • Historical

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

Recall from previous class that project scope

Project goal criteria include:

The management plan, here, consists of

• Organizational structure (for the project)

WBS is ‘a deliverable-oriented grouping of project elements which

It requires that we break down the project’s overall mission into a

Scope baseline is a document that provides a summary description of

Responsibility assignment matrix is developed to identify team

It is developed in conjunction with the WBS for a project

1 Match IT to organizational tasks and problems.

• Problem or need • Goal criteria • Contractual • Cost, • Configurati • Historical

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

WA gives the formal ‘go ahead’ to continue with the project!

• What is the definition accepted by both parties of ‘specific

• Problem or need • Goal criteria • Contractual • Cost, • Configurati • Historical

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

• Types of information that will be regularly reported

• Cost status: updates on budget

• Problem or need • Goal criteria • Contractual • Cost, • Configurati • Historical

Tilahun Teklu (Dr.)/Nov2018 lecture based on Pinto for PM

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